Interpersonal Business

Vol. XXXX

Dear Manager,

Based on the many correlations I have drawn between sports and business, one might assume that I have enjoyed an illustrious relationship with competitive sports. Unfortunately, I was young for my grade and washed out of organized team sports after my freshman year. I have since enjoyed individual sports, re-living the elusive dramatic moves of my youth, though only my wife shows enthusiasm for my occasional success. My greatest understanding of sport has come from business…

Like it or not, we are all competitors. We all aspire to be one of the best at what we do, for some … it’s to be a champion. The essential aspects of life, nourishment, housing and simple pleasures, all require that we compete. It is a burning desire that motivates all of us. Take that burning desire, increase its intensity ten-fold, and you can begin to understand the heart of a champion. We can all learn from this intensity, regardless of our desire to embrace the many demands and sacrifices required.

Yes, there is a price to being a champion. Champions can be very one dimensional in nature. Outside their area of expertise it may even be difficult for them to carry on a conversation. Relationships often suffer; one’s self-serving, driving sense of accomplishment may not be at the top of another’s list of priorities. We have all seen the down side risk, yet are still intrigued by a champion.

SHOW ME THE EYE OF A CHAMPION

Have you ever noticed the eyes of a Champion? In a competitive environment, and without a single word, their eyes will reflect an intense resolve and quiet confidence. These individuals have a clear respect for their competition. Rarely will the voice of a champion feel the need to boast, let alone justify their greatness. Those who do must back it up with achievement. Performance is the only standard. It is the single voice of their accomplishment.

A. The quiet confidence of a Champion is founded on the premise that we all compete on a level playing field. We all enjoy an equal opportunity to enjoy greatness. Certainly we all enjoy varied strengths and weaknesses, just like those of a Champion! It’s not that this life provides only a few of us with shortcomings. A Champion looks to how she or he can enhance and take even greater advantage of their strengths, while at the same time minimizing their vulnerability and improving upon their weaknesses.

B. The belief system of a Champion is something to behold. Does the Pope believe? Let me tell you, so does the Champion! With every fiber of their spirit, this individual believes in the ability to ultimately control the outcome. Will there be major road blocks? Will there be nay-sayers? Will there be setbacks? Count on it. These individuals understand adversity, and cut through to the heart of the obstacle!

C. These individuals take nothing for granted. I would go so far as to say they live with a real sense of paranoia relating to their competition. They have personally found the keys to the gates of greatness … others must be in hot pursuit!?! (Butterflies are simply an additional motivational tool.) Discipline at its highest level can best describe their work habits. In the back of their mind they can’t help wondering who might be working to close the gap …while they sleep.

D. These individuals have thrown out all previously accepted standards relating to work ethic. These individuals reach for infinite performance. Did anyone ever believe we’d break a four minute mile or add another revolution to a double lutz? Clearly there are no boundaries! These individuals understand one of their greatest advantages is the competition’s willingness to accept current standards relating to greatness.

E. A Champion is a great daydreamer. A complete visualization carries him or her thorough the rough spots. This individual will often lose all sense of reality between the feelings of future accomplishment and the feelings of actual accomplishment after the fact. A sixth sense develops that allows them to genuinely feel the other five senses in advance of the accomplishment. These individuals can smell it … they can taste it!

F. Finally, these individuals understand the only true competition. It can be found in their own personal resolve and in the depths of their own spirit. Nothing will come between their human ability to succeed and their ultimate success. These individuals assume full and total control for the results. A day of less than their own standards of perfection is of their own doing, and a result of choices they have made.

Very few in life will accept the sacrifices demanded by peak performance. There is no divine or personal responsibility to do so. Can you possibly imagine the log jam at the top? We can all learn a great deal from the heart of a champion. Being a student of those at the top is the first step toward bridging the gap. We’ve all seen individuals take a shot at those who have attained higher performance than themselves. It’s much safer to minimize and cheapen the accomplishments of others than to acknowledge one’s own shortcomings.

We would all like to hold the brass ring at least once in our lifetime! The keys to our own Championship are in our ability to identify our own shortcomings, put aside all ego and insecurities, and rush to the front of the line to …

… LEARN FROM THE VERY BEST

There is such a huge resource available if we wish to become a student of our chosen profession. It is much easier to become complacent with our own acceptable levels of accomplishment. Watch for speakers of distinction, take additional training, read biographies of those you admire. Search out the assistance of individuals through whom you can find personal growth. Buy them lunch once a month, hire them as a coach or personal assistant, ask probing questions dealing with areas of contrasting approach and style. What better investment could an individual make?

There is not a reader (or author) reading this today that does not have their own bag of shortcomings. It’s time, once and for all, to drive a Mack truck through them. This is the heart of a Champion, this is the difference between losing and being a loser … winning and being a winner.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2009. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. XXXVII

Dear Manager,

If we are to successfully address these types of issues, we must look for a fresh approach, one that is honest, confident and realistic. No one needs (or wants) to hear the same old shtick! A steady stream of “what ifs,” “could have beens,” “should bes,” “if only they hads,” and “I told them sos,” will often clutter and camouflage the issue at hand. Comments and observations such as these do not reflect the reality that our only hope is to react to the hand that we have drawn. We must deal with today’s reality: “It is or it isn’t, “We will or we won’t,” “We can or we can’t.” Simply put, “ it is what it is.” So, how will we respond?

As an organization, will we choose to rally behind the need, adjusting our focus and approach to continue to assist in improving the product? Or, will we immediately decide that the expectation is too great, and no further time or precious efforts should be wasted? These become the only real questions.

I have found a consistent reality in my twenty-plus years of business: if I am challenged by a certain area of my sales presentation and performance, then many of my counterparts are challenged, as well. Rarely do we stand alone in our struggles, let alone in our areas of success. The immediate goal then becomes to attain a level of performance exceeding that of our peers. With the emotion gone, the playing field is level and the objective becomes much more real and attainable. We know damn well that we’re just as good as they are … and better than most!

Once the challenge becomes crystal clear, the feelings of self-doubt and inertia are gone. We can almost see the finish line.

NOW WE JUST NEED A FEW TOOLS

It’s up to us, as managers, to provide something real that our staff can wrap their collective arms around and implement in the field. Inspiration and renewed focus will take us toward the finish line, yet only a collective strategy will ensure our victory.

1. Begin with your strengths. Each area of challenge holds specific and significant aspects of strength. Are we taking full advantage of these areas? Now is the time to focus and expand upon these strengths within our current account base. Is it time for larger departments to be established? Promote expansion of your strongest departments, suggest better placement and heightened visibility of their most successful categories.

Now, can these same strengths be applied to customers who are not currently participating? Focus on the positives! Use the information you have attained to promote equal success with others. In each case, take a position by leading your customers to the success you know they will have.

2. A customer’s perception becomes “their” reality. Old perceptions die hard, and rarely without our active influence. Become a student and authority of the specific product category. Get to know the subtle but obvious changes, transitions and updates that may not have been noticed or understood.

Remember, you are looking to address your observations in direct contrast to the customer’s false perceptions and misconceptions. Point out the obvious changes in your current presentation. Show that it holds little resemblance to the presentations of the past. If it’s obvious to your eye, it can become obvious in theirs as well. This is no time to be subtle in your comments.

3. Present your facts. In the evolution of any product, conclusions can and will be made by your customers, with or without foundation. Come prepared for your presentations! Initiate dialog with enthusiasm. Speak with your customer’s staff members to determine specific areas of strength and weakness. Take inventories of these strength categories prior to your presentations.

Be prepared to document to the buyer areas that should be re-ordered, let alone obviously expanded upon. Know each of the categories strengths in detail, and do not allow your buyer’s instincts to draw them to a false conclusion. It certainly takes time to prepare, but the facts will rule!

4. Make a full presentation. There are always short cuts to making a full and comprehensive presentation. This is no time to shoot yourself in the foot. A partial or half-hearted presentation suggests lack of inspiration on your part. A slightly overstated presentation suggests commitment, confidence and resolve. Come better prepared than in the past, have a wider range of samples, know your objective and anticipate your success … before you walk in the door.

5. Leave your own perceptions and conclusions at the door. We have all found ourselves in situations where customers have expressed enthusiasm in products we would never have guessed they would be interested in. Resolve to show or at least review all aspects of your presentation. You can never anticipate what may light that fire, even if it has been presented on previous occasions. Certainly focus on your strengths, but never miss that opportunity to review the entire line before you conclude each and every presentation.

6. Pick a product of the week. As professionals we maintain a constant awareness, a sixth sense of products and categories that need and deserve heightened visibility in our presentations. I have known sales associates who take on a challenge each week to focus on one of these very specific categories. It becomes a challenge (and a lot of fun) to see just how many of these products or themes can be successfully placed by the end of the week.

This process does two things: it establishes the category in your day-to-day selling process for the week, and makes it a part of the continuing evolution of your entire presentation. Pick a product, bring out all of your samples, and pull out all the stops in its presentation. At the end of the week compare your sales to the previous week – what a rush! Now, pick next week’s product!

7. Create an assortment. We can all get lulled into selling from a perspective of individual items and manufacturers’ established promotions. Problem: what happens if one of our target items is not available as part of the assortment? Solution: Create your own!

Spend time with your sales materials to establish themes, groupings or dollar-related assortments for multiple sales. In your presentations, explain the value of these assortments then simply ask, “How many of these assortments would you like?”

8. Become more involved. If you have constructive and positive suggestions for improving your presentations, (and you do!) don’t keep them to yourself. Contact the manufacturer with your observations and ideas. Certainly you have been frustrated, wondering “Can anybody hear me?” Never give in to apathy. Find individuals who impact what you do, and take ten minutes each week to email them your thoughts and inspirations. This will go a long way in answering the question that plagues manufacturers, “Is anybody out there?”

These and similar formulas will never guarantee success on their own. Implementation falls on the shoulders of those in a position to affect change. Rather than simply suggesting “fix it,” we have provided our organization with a game plan and strategy for our collective success. Will we win them all? Unfortunately not. Will we win more than our share? Without question.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2009. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

VOL. XXVIII

Dear Manager,

If not an art, there is certainly a skill required for all managers and salespeople within the process of negotiations. This is one of the primary skills needed to be highly effective in any profession. We began learning this skill early on, long before we spoke our first words. To get what we wanted, we pointed our finger, pleaded with our eyes and, if it served our purpose, we cried. If you think about it, has our approach changed much over the years?!

We have since learned to negotiate with our minds and through verbal communication. We all like to think our approach to negotiations is fair and should be accepted by those around us. “Why can’t others understand my position on this issue?” I believe this is a consistent theme for most managers in conversations with their associates. Just for fun, let’s add some very strong emotions, opinions and egos to the equation. What was a relatively simple issue has now taken on a life of its own.

LEARN TO CHOOSE YOUR ISSUES

I know individuals who seem to turn all levels of negotiations into a battle. Determine the priority of the current topic and its worth in risking future consideration. Most negotiations are simple in nature and can avoid confrontation entirely. Similar to crying wolf, all parties become skeptical of an individual who is consistently emphasizing their position on what they believe to be equitable. If the only acceptable conclusion as you approach a negotiation is your own, is your objective to be fair or to win at all costs? Of greater importance is how your approach to the current topic will impact future negotiations. If productive, long-term relationships are your objective . . .

BEGIN WITH A SOLID APPROACH

If two parties are sincerely interested in the development and proper maintenance of their business relationship they will each establish a high degree of sensitivity to their individual approach. Set aside your desire to be right and, at all costs, avoid pointing out who might be wrong. An approach such as this will only be interpreted as self-serving and will further compromise a sense of mutual benefit.

SEVEN STEPS IN PREPARING FOR PRODUCTIVE NEGOTIATIONS

1. Share the foundation for your perspective. Prepare your thoughts in advance as to why you believe in your position. Give the proper background of the equation to insure the discussion is on a common plane. Do not assume that your sense of priority for this issue is shared by others.

2. Show consideration for another perspective. Accept that no one can fully understand your perspective or sense of urgency. Neither can we fully understand the pressures, demands and dynamics of our counterpart. Acknowledge the value of the other position.

3. Be willing to accept responsibility. There are aspects in any circumstance that, in retrospect, we could have handled better. Don’t be unwilling to admit it! Rather than weakness, this only exhibits your strength while enhancing your objectivity to the issue at hand.

4. Learn from prior negotiations. Perspectives can best be understood through experience. Begin to anticipate what others’ initial objections might entail. There is nothing more effective than diffusing potential objections up front!

5. Never corner the tiger. At all costs, never force a decision at a time of high emotion. When pride and emotions take over, bail out. Allow for cooler heads and the ability for all parties to save face on another day.

6. It is human nature to prefer to be asked rather than being told. This is the most critical aspect in obtaining your objective. Granted, by asking you accept the risk of a negative response; it is worth it. People enjoy helping people, and it is natural to want to be a part of a positive conclusion. Provide the opportunity.

Do not underestimate the value of making a list of your topics or concerns on paper. Outlining your thoughts prior to any negotiation allows you to give focus to the discussion and lessens the opportunity for the conversation to change tracks. As you prepare your words and approach, do not overlook an equally important aspect of negotiating. While verbal communication is effective, body language, and learning how to read it, can also play a major role in the outcome of your negotiations.

“LISTENING” TO NON-VERBAL COMMUNICATION

As I referenced, we began developing our negotiating skills before we could speak. At that time, a motion of the hand, facial expression or a well-place tear could work wonders! If you know what to look for as your discussions progress, you can develop a direct line to your counterpart’s honest feelings.

In face-to-face negotiations, watch the eyes, gestures and expressions. Are they relaxed, perhaps leaning slightly forward, indicating they are involved in the discussion, or are they leaning back, arms crossed, seemingly detached from the conversation?

At some level, most people will tip their hand regarding their level of comfort in your discussion. They will rarely share these honest feelings verbally, but with proper awareness you will absolutely know when you have touched a nerve. Restating your previous thought with a more acceptable twist will confirm your suspicions. Absolutely listen to their response. You may actually catch yourself forgetting what is being said simply because you have more confidence in the signals you are receiving from their demeanor. Reading body language is the closest thing to reading someone’s mind, and by developing the proper skills I firmly believe that, in most cases, you can.

While it’s a bit more difficult, you can develop this skill and become very effective with it on the phone as well. Begin your conversations with small talk to develop a sense of their current mood. If they have just completed a difficult or unpleasant conversation, or the day has challenged them, you will want to know. In this instance, have a back-up conversation in mind and delay more challenging topics. Listen for a “smile in their voice”, as this is your best time to proceed. Draw out their concerns with simple and direct questions. An unexpected pause in their voice or change in inflection (let alone tone), will signal the need to review your approach.

Once someone has stated their position, it becomes very difficult to reverse. Patience and effective timing are your best allies. Be sure to give thought to the optimum time of the week for dealing with delicate discussions. For example, I would never approach someone on a Monday morning when, for most of us, our only objective is to get back on track. Think of the high and low points in your own week. When will you be at your best, and when would you guess the best time for others to be? As a general rule, avoid Monday mornings and Friday afternoons all together!

ARE YOU PREPARED TO COMPROMISE?
THE SEVENTH STEP

Let’s be honest. We all enter into the negotiating process hoping to “get what we want;” if we didn’t care, we wouldn’t negotiate! While most individuals desire to be perceived as fair, fairness as an objective cannot be negotiated until both parties have agreed to a similar point of view. How often have you struggled to get across what seemed to you to be a very obvious point in your negotiations? There is validation for all of us in being correct. I also believe there is entirely too much emphasis and personal pride in being right and pointing out who is wrong. What is the value of being “right” if the resolution of the initial objective collapses and critical relationships are compromised? We can all learn to become more effective and aware in our approach with others. The most successful negotiators, the ones who truly win, are those who realize that the victory lies in the satisfaction of all parties.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM

Vol. XXII

Dear Manager,

Dedication and patience are essential to early success. I have often asked a new associate to put up blinders for the first 120 days. During this critical time, negative influences from internal and external sources can distract, disturb and derail the initial enthusiasm and confidence in one’s objective. While it is human nature to form opinions, how can anyone effectively evaluate a new career after two weeks or even two months? One hundred twenty days of absolute dedication is a minimal investment in the grand scope of one’s career.

Can anyone develop the foundation, experience and knowledge required for a quality decision without this initial commitment? It cannot be done. Those who allow the negatives to affect them need only look as far as their own attitude for proper evaluation of their initial success.

A commitment to the reality of this process is essential. Acceptance of the challenge and a positive outlook will ease the early frustrations. Initial effectiveness for a new sales associate will not begin for ninety to one hundred twenty days, and it is only in the second year that they can effectively and strategically compete with an experienced associate. Once again, it is human nature to not want to accept this reality.

There is a faster track to success that only a small percentage of sales people seem to embrace. As I have suggested, our personal attitude plays a major role in our ability to succeed.

There is a single quality that I have determined always makes the difference. I can best describe it as a quiet confidence; a knowing approach and attitude towards the task at hand. In two very simple words, it is the difference between IF and WHEN. The word IF implies a wait and see attitude and an acceptance of those factors that may be in control of their ability to succeed. The alternative is WHEN, and this style is very different. With every fiber of their spirit, a WHEN person believes they will find success. They understand the dynamics of their position and set their sights in a very clear direction: straight ahead. They are not burdened by IF, as they have too much to accomplish within their own objectives and abilities. They have refused to put themselves in a position that requires them to even consider IF. In essence, they have accepted full responsibility for their ultimate success.

WE WANT IT, AND WE WANT IT NOW!

Patience is also critical to success. We all want the feeling of confidence that we enjoyed with former achievements. This type of confidence can only be earned. It comes from the reality of weeks and months of experience. One must believe in this process. Unreasonable expectations, at any level, can only lead to frustration and disappointment. This is always at the expense of productive time in the field.

Those who influence one’s daily life must also be dedicated and supportive of their ultimate success. All too often, a negative spouse or family member can introduce the IFs, diminishing their opportunity for initial success. At the very least, these individuals should show confidence in their partner’s abilities and their decision to choose and pursue their given career.

While many factors can influence the success of a salesperson, the largest single factor is, by far, the quality, dedication and pure effort of the person themselves. A salesperson is, in most cases, on his or her own. We can all relate to the fact that some influences are outside our control. Yet in most cases, these factors impact less than 25% of our true ability to succeed. How often have you spoken with a sales person who has resigned themselves to the overstated impact of these outside influences? Have you wondered how many actual sales calls were made that day?

I often think of a sales call I made a number of years ago. Having arrived for my appointment a bit early, I had the opportunity to see another salesperson during his presentation. From my perspective he seemed hopelessly ill-prepared. His catalogs were disorganized (if even available), there was little focus to his presentation, and he had difficulty finding his pen.

Months later, I ran into this individual again. I can remember wondering how he could survive in what I believed to be a very challenging, competitive market place. The answer soon became very clear: he showed up. While I had often heard of “missing salespersons” that had not been seen in months, this individual was consistent and reliable.

There are always individuals who literally and figuratively never show up in life. Often, their focus is on the outside factors that have obvious control over their lives and their ability to succeed. In fact, they may be more than willing to spend your afternoon telling you, in detail, all about it.

What these individuals fail to realize is that there is an abundance for everyone, if you are willing to make the effort and show up. There is a fair share awaiting all of us, simply for the taking. If an individual makes the consistent effort, they will get their share. If an individual is organized, well prepared, creative and shows consistent effort, they will get their share and a large share from those who are not showing up! This is the only true secret to sales.

A well-seasoned sales person accepts the fact that there are going to be very good days and days that, shall we say, are much less than good days! Years ago, I can remember being excited, if not proud, about my well-scheduled day. As the day unfolded, my schedule unraveled. At each of my three morning appointments I was greeted by a very apologetic buyer and a cancellation. I have to admit that by noon I began looking over my shoulder, half expecting a piano to fall on me. The afternoon was as disappointing as the morning. It was only after I had completed a rather desperate search for a rest room and found its door permanently locked that I stood at the end of the hall and began to laugh. This is what all sales people must endure on occasion. It is, according to a famous scholar, part of the deal.

What was even more memorable about this particular day was that the very next day was one of my most successful at that point in my sales career. This, too, is part of the deal. Being at your best with the proper mental attitude requires an acceptance of the deal. Our attitudes can be affected in both a positive and negative manner based on the ebb and flow of the success in our days and weeks. The professional sales person is able to adjust this attitude to insure the most positive results, regardless of their most recent sales encounter. How often in sales is a much larger sale lost because we were not in our most productive and receptive frame of mind?

Intangible aspects play a much larger role than the tangibles we most often rely on in evaluating performance. As managers, getting back to the basics of teaching dedication, consistent effort and a genuine trust in the process can often have the largest impact on our organizations.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM